Post on 17-Jul-2015
What do we actually do?
+400 internships
16 + 3 Global Partners
6-60 internships per
partnership
14,000 – 90,000 EUR annual
contract value
Sales network co-sales
global prospecting, follow up, closing
Account Management & Delivery Sourcing:
global promotion
targeted recruitment
shortlisting
HR consulting
Managing AIESEC network
coordinating with MCs for
delivery
supporting MCs, developing
capacity
GEPDelivery
Summit
Shared
Vision Creation w/Partners
IC
20131st
Sales
Wave
NewGlobalPartners
Partnershi
pManagement
& ContractNegotiation
In July, the AI BD team hosted for the first time
ever the “Global Exchange Partnerships Delivery
Summit” and invited GEP Global Coordinators
and MCVPs/key account managers from entities
with high-scale GEP delivery. The output resulted
in increased understanding and solutions for
GEP delivery challenges and MC/AI/GC action
plans for global partnership delivery in 1314
transition, account delivery
feedback, re-qualification of
needs assessment and
value of partnership, and
most importantly to deliver
“Clarity of the Why” for
partners and host the
conversation about a shared
mid-term vision for
partnership development
From July to September, the BD
Managers and VP BD visited all of the Global Partners for in-person
Quarter 3 Highlights
10 TN GEP
contract for 13-14
2 year Y2B and online
branding contract
UK, USA, Switzerland, S
weden, Finland, Mainlan
d
China, Taiwan, India, Bel
gium, Netherlands
Visited/currently
visiting/visit planned for the
following entities for 1st
wave of co-sales:
Prospect list can be found
in “New Sales” section
Due to situation in Egypt, most of the Global
Partners did not physically attend IC & Y2B.
Instead, the BD team worked with some of
partners to deliver Partnership Launches
virtually. An implication of this event is
product re-allocation for undelivered services
and the financial loss/opportunity cost that
the BD team will bear in 1314.
A strong focus area of the
1314 BD plan is on
increasing the quality of
partnership delivery and
servicing. To make this
happen, the BD team
increased its investment into
in-person “quarterly service
reviews” with each of the
Global Partners (virtually if
not feasible). Contract
negotiations for 2014 are in
full swing.
4
7
11
5
3
1
11
32
3
5
1 1
5
2 21
5
21
14
4
2
4
2
8
GEP TN Raised – Total 123 in Q3
Top GEP EP Suppliers(Matched/Realized EP Origin)
Romania, Colombia, Poland, Brazil, Russia, Mainla
nd
China, Germany, Taiwan, Poland, Mexico, Tunisia,
Kenya
GEP Contribution to MoS in Q3
TN Background RA MA RE
IT/Engineering 48 4 3
Business-related 75 33 37
Where do we depend on the network?
First and foremost – Product delivery
– oGIP strategy
– iGIP capacity
When the network grows, we grow, and vice versa
Network Investment example: BD revenue could be
invested in oGIP or network capacity development
New Sales & Upscaling
• Milestone: ER Principles Revision & Co-Sales Model
– Hard change
– Soft change (behavior)
• Examples:
– ALU large scale TN projects
– AP BD new sales strategy
• BD team will always be market driven and oriented on
external customer needs, they key is how to connect that
to network growth!
Financial Overview
Total AI Budget updated at IC 2013 for 13/14 term: € 1,181,416.50
BD Contribution - 49% of AI 13/14 Budget: € 578,894.09
BD Revenue signed for the 13/14 term (to date): € 578,296.00 (99.9% of target)
BD Revenue signed for the 14/15 term (to date): € 160,722.00 (27% of target*)
*Each year, the BD team aims to cover 60% of the next term’s expected contribution to the AI Budget (49%)
Membership
Fees, 51%
AI BD Revenue
, 49%
, 0 , 0
Current State
Future of BD Investments
If BD revenue were invested (flexibly and strategically) into
sustaining AI BD team and operations…
– Development of network (oGIP, sales & delivery capacity)
– Partnership management upscaling and growth
• Travel costs
• Delivery costs
• Making them feel like they are a priority so they re-sign and
upscale